Additionally, UXC will assist Ixom to transition and migrate from the Orica hosted IT environment and provide application managed services and an Infrastructure-as-a-Service (IaaS) platform to support the business.  As part of the agreement, UXC will deliver the managed service desk, security, server management and desktop support as well as moving Ixom’s current SAP platform to a Microsoft Azure cloud-based platform, and will provide application support.

UXC MD Cris Nicolli said it would deliver a reliable cloud-based solution for mail, collaboration and business productivity that can be used anywhere, anytime, on any device.

“This project will deliver new capabilities including access to the latest IT tools and applications, which lets Ixom run its business through the cloud, including Office 365.  This will allow access to data anywhere, at any time as well as increasing enterprise mobility,” he noted.

This deal adds to the growing list of annuity based services contracts recently won by UXC that provide future revenue predictability and a strong opportunity within each customer to build ongoing project revenue streams, Nicolli said.

A summary of this contract award was referred to in UXC’s market announcement of 28 July 2015.

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MYOB General Manager for SME Solutions James Scollay said, “Our add-on community enables business owners to create solutions that fully automate their business, something which previously only large enterprises could afford.”

Scollay added that the API developer program ensures MYOB is helping to foster technology innovation for the SME sector. “It’s vital that small business get access to the latest advances in technology, in key areas like mobile and automated business intelligence. We are always on the look-out for add-ons that, through clever use of data and technology, focus on the evolving needs of small business.”

Scollay said the API developer program is also another way for MYOB to help support local technology entrepreneurs.

Edward O’Leary, CEO of Auckland-based time management and invoicing software company Abtrac, said being part of the MYOB developer program has significantly boosted his client base. “By integrating with a wide range of MYOB products we are able to offer professional services businesses more flexibility with tracking time and costs against a project and invoice appropriately.”

The API is available for use with any programming language and any platform, such as Mac and Windows, including devices running iOS, Android and Windows Mobile operating systems. The developer program offers three levels of membership to suit different needs and is open and free to anyone wanting to create and integrate solutions that make business life easier for MYOB clients. Developers interested in joining the API program can visit MYOB’s Developer Centre.

To register for MYOB’s Partner Connect conference, visit www.myob.co.nz/partnerconnect.

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UXC MD Cris Nicolli said: “Ausgrid and Endeavour Energy went through a rigorous procurement process. UXC’s ability to meet core requirements around enhanced services, delivery quality and cost reduction through innovative approaches to service delivery, demonstrated our competitiveness to win the contract.

“This multi-year contract is strategically important for UXC. Ausgrid and Endeavour Energy are significant companies in the Australian market and the contract award continues our success in winning the trust of clients over multi-year contracts, adding to our annuity services portfolio. It also provides the opportunity to support and extend the business relationship with Ausgrid and Endeavour into the future.“

UXC has been providing services to Ausgrid since 2003. Transitioning to delivery of services under the new contract has commenced.

This contract was referred to in UXC’s recent market announcement as ‘the NSW government agency contract’.

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1. Double your failure rate: Fail fast, fail often. It’s the simple fact that you learn more from mistakes than from successes. Increase success rates by doubling failure rates. Foster failure as a source of learning by asking big questions and encouraging lively debate.
2. Embrace risk: Every day we encounter opportunities to take risks which can end up a total mess or a beautiful innovation.
3. Stories, not ideas: Stories convey ideas in an easy to comprehend format. Storytelling is a powerful way to put ideas into action.
4. Select the right people: The next big idea is not enough – you need a team to execute and contribute or the idea can prove worthless. Things to consider when team building include agreed and shared visions and goals; shared accountability; transparent communications and an environment which maintains respect while resolving conflict constructively.
5. Think Bigger: Have big goals. True innovation can mean 95 percent of people think your idea will never work, while the other 5 percent think it’s brilliant. Stay true to the goal.
6. Data-driven value creation: Focus on the value of the creation, its potential growth as well as adoption before considering revenue. Are you building something that people value? Engaging with customers and create to suit their needs and align with the market.
7. Scr-happiness: This is all about teaching people to be ultra-efficient (scrappy) while enabling them to reach their goals (happy). To maximise the principals of scr-happiness, get comfortable with discomfort: 80 percent of the benefit comes from 20 percent of the effort, so focus that part. Don’t get stuck in fads, have fun with your customers and practice playful creation.
8. Open innovation: Foster a ‘connect and develop’ philosophy by bringing in minds from around the organisation to develop ideas. Anyone can come up with a good idea.
9. Zen innovation management: It’s not about having great ideas but rather fostering them. With the Zen management approach, creative teams are nurtured from the bottom up rather than having a vision pushed on them from the top down.
10. Feedback culture: Encourage teams with constant feedback – the good, the bad and the ugly. Getting used to feedback will reshape the perception of failure.

By shifting the focus from buzzwords to workplace behaviour and culture, these practical steps can support a transition to an innovative mindset.

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The new contracts include:

• Transpower New Zealand – UXC has been selected as its mid- range outsource partner for the next 3 years. This annuity outsourcing contract includes UXC supporting Oracle and Microsoft SQL databases, Oracle application middleware and mid-range servers, all of which will be delivered via a hybrid onsite-offsite model. Additionally UXC will provide planning and other services that will support Transpower’s future growth, including the design and implementation of any change to the overall Transpower environment.
• A global listed beverage company has selected UXC to build and support its Oracle based manufacturing and business platform on an “as a service” basis.
• An Australian based construction company. This contract involves a greenfield Oracle ERP implementation, together with a 5 year annuity contract to manage service desk, applications and infrastructure.
• Ixom, a water treatment and chemical distribution company, formerly part of the Orica group. Ixom has selected UXC to assist in transforming and migrating away from its current Orica hosted IT environment. UXC will provide application managed services and an Infrastructure-as-a-Service (IaaS) platform to support the Ixom business.
• A NSW government agency has awarded UXC a 3 year contract, plus the option of two two-year extensions, to provide service desk and end user computing support services.

The total value of these contracts is over $100m with over 60% representing new customer revenue streams.

UXC MD, Cris Nicolli stated: “The winning of these contracts provides a solid platform to support our strong FY16 – FY18 growth aspirations and increases the level of annuity business that is so important to the stability and growth targets of UXC.”

UXC will release its audited results on 20 August 2015.

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Clarke joined the company 16 years ago and has fulfilled various roles including CFO, GM operations and GM Wellington.

Chairman Jon Mayson said that since taking on the role of CEO, Clarke has driven significant growth and expansion of the business.

Clarke is credited with early recognition of the opportunity presented by cloud computing and the disruption it would have for the market. Under his leadership, the company grew its revenues from $25m in 2010, to $60m by 2013.

“He also cemented Fronde’s position through key partnerships with Google, Salesforce, NetSuite, AWS and Citrix,” said Mayson, who added that Clarke was instrumental in the near doubling of Fronde Australia’s revenue in 2014.

Clarke expressed nostalgia at stepping down. “I feel the time is right for me to seek new challenges and for Fronde to enter the next phase with fresh leadership.”

He remains a shareholder in the business and supportive of its strategy. Clarke will step down later this year on appointment of a new CE.

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The new research, enticingly named ‘Mobile & Online Purchases: Cards, Carrier Billing & Third Party Payment Platforms 2015-2020’, observed that players such as Twitter, Facebook, Pinterest and Instagram have already launched ‘buy’ buttons from their mobile apps. It claimed that such players are also likely to enhance their sales prospects through strategic retailer partnerships, with Twitter already enabling users to link their accounts to Amazon.

The research also argued that online retailers were increasingly seeking to reduce time-to-consumer by launching same-day delivery. At the same time, it noted that ‘bricks and mortar’ stores now widely offer next-day in-store collection, often charging a premium for this option.

However, the research cautioned that retailers need to deliver consistency of message, branding and shopping experience across all channels. It argued that integration between in-store and online is also critical if retailers want to maximise the extent to which they can identify a unique individual’s omnichannel shopping habits.

According to research author Dr Windsor Holden, “The key is to ensure that consumers are allowed to choose their own path to purchase rather than have it effectively mandated by channel limitations.”

The research also anticipated that smartphones will account for more than 40% of eRetail transactions by 2020, but noted ‘while carrier billing should provide content providers with a key mechanism for monetising digital content, its use for physical goods purchase is likely to be limited by comparatively higher share of revenues demanded by network operators and billing platforms.’

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Matt Goss, managing director ANZ, Concur, said, “Businesses may think they have an automated AP system because they have implemented workflow for invoice approval and reduced the number of manual checks. However, an AP department isn’t automated unless your system is integrated across every department, providing maximum visibility of data for line of business managers, the accounts team and executives.”

The five signs that indicate it’s time to rethink your AP systems are:

1) Whose desk is it on?

Organisations that don’t have monitoring and reporting systems find it difficult to understand how many invoices have been received and are awaiting payment.

2) Is the invoice approved?

Without visibility of where and who an invoice is with, it is time consuming for AP departments to determine whether an invoice is in the approval process and ready to be paid.

3) Can more money be saved?

AP departments without streamlined processes often need to do more manual work to see the aggregated spend. This makes it more difficult to take advantage of supplier discounts.

4) Can more time be saved?

Automated systems can help cut down cycle time and let employees review invoices faster. This not only saves time but can also help the business receive early payment discounts.

5) Where are the right people?

Finding the right person to approve an invoice can add weeks to the process cycle. A streamlined process has a clear workflow that lets employees know who to pass payments on to.

Goss noted, “A streamlined AP process automatically matches open invoices, credits and on-account payments to ensure that organisations have a clear view of payments pending.”

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Market analysts are enthusiastic in their anticipations for big data. In 2014, the IDC said unstructured (human-generated) data volumes are increasing 43 percent annually; last week, Ovum said it expects growth of 50 percent for ‘big data software’ by 2019.

HP’s getting in on that action with these new products. Storage Optimizer is a file analysis tool – software which analyses, indexes, searches, tracks and reports on file metadata and, in some cases, file content. It enables various actions to be taken depending on what is identified.

Storage Optimizer, said HP, combines file analytics with policy-based storage tiering and information optimisation. That allows intelligently distribution of information across multiple storage repositories including the cloud. ‘With deeper information quality and insight, more granular policies can be applied for each set of data, before the data is stubbed and stored according to policy. This provides a holistic view of all unstructured data within the organisation’, said HP’s statement.

Storage Optimizer provides connectivity to a wide range of repositories including Hadoop, SharePoint, Exchange and others, scales for the enterprise, includes workflow security and auditability features, and retrieval by end users.

“With Storage Optimizer, one can materially lower cost on primary storage and backup-related storage, more intelligently tier storage, streamline backup processes and increase application performance,” said Josef Elliott, director, Oyster IMS

Meanwhile, HP’s ControlPoint file analysis product analyses enterprise information and automates data migration to the most appropriate on-premise, cloud, Hadoop, or virtual repository.

Branko Bugarski, GM HP Software said ControlPoint serves a critical role in migrating to the cloud, “ensuring that organisations are not simply transferring a data lake from a file share to the cloud, but instead moving the right information based on its inherent value.”

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The company offers suggests five tips to help SMBs improve their financial position and ensure a successful new fiscal year.

1. Cloud if you can

Cloud accounting software helps SMBs become more efficient. It gives businesses powerful online tools at a fraction of the cost of enterprise-grade accounting platforms.

Nicol said, “Businesses need to make sure the available internet infrastructure supports reliable cloud services. Depending on your location, cloud might not be ideal. However, if broadband access is no problem, it can give you a big boost without major up-front costs.”

2. Keep in touch with your advisor

The only real way SMB owners can know all their financial options is by meeting regularly with their business advisors. This can help business owners keep up with the latest trends, regulations and opportunities that could affect their businesses. “Catch up at least every quarter. It’s important to bounce ideas around and discuss ways you can improve your business,” said Nicol.

3. Create a cash flow budget

A cash flow budget is essential for a successful business. “If you know your cash situation, then you can accurately forecast, understand your immediate break-even point and be in a better position to make educated decisions on new business opportunities,” noted Nicol.

4. Follow up debtors

While most customers can be expected to honour their debts, business owners should not be scared to have a conversation with debtors behind on payments. Said Nicol: “Business owners worry they will offend their debtors [but] timely debt payment is a healthy part of the customer-supplier relationship. It is important to develop the skills for these conversations and have systems in place that provide the necessary reports so you can chase non-payers.”

5. Have a plan to increase profits

Increase profits by reducing costs or increasing the customer-base. “Collectively, even small changes can lead to increased profits. Reviewing the business plan with your advisor can help you make these changes and put you on the path to future success,” Nicol concluded.

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The vendor said City Football Group (CFG) and its clubs will implement a wide variety of its HANA solutions. According to a statement, CFG and SAP will collaborate to co-innovate and develop new applications to analyse and improve performance on the field for players and coaches.

Bill McDermott, SAP SE CEO described City Football Group (CFG) as ‘one of the most innovative and technology-driven football organisations in the world’.

Khaldoon al Mubarak, CFG chairman, commented, “Our common ambition is to create ground breaking football specific technology solutions and products.”

CFG intends to use SAP’s cloud solutions which include SuccessFactors, Jam social software and Simple Finance. SAP’s HANA database platform will underpin the solution. Predictive Analytics and Business Objects will provide data insights across everything from ticketing to merchandising.

Technology will be applied to ‘enhance the fan experience in CFG team stadiums’, including an interactive digital insights wall planned for the Etihad Stadium which will bring real-time analytics and insights to fans attending matches.

As intimated by al Mubarak, CFG intends to ‘co-innovate with SAP’ on talent management, football performance and human performance for future versions of the vendor’s Sports One Solution – a sports-specific cloud platform for team and player management.

SAP works with sporting organisations in ice hockey, sailing, golf, Formula 1 racing, cricket, American football, baseball, tennis and basketball.

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That’s according to Russell Gordon, practice director, Business Process at UXC Eclipse, who said, “As well as helping organisations streamline internal processes, BPM systems are being used to reveal bottlenecks or failure points in operations that cause customer dissatisfaction. These systems are increasingly used to completely re-architect a business to create more customer value, increase competitive advantage and build sustainability.”

UXC Eclipse outlines four key ways in which BPM helps put customers at the centre of an organisation’s thinking, making it easier to personalise the customer experience:

1) Improving product and service quality and delivery times
BPM helps improve product and service quality, and delivery times. It does this by first defining the process from the customer point of view. Once the process has been defined, the organisation can begin considering how to improve that process, again from the customer point of view. This helps ensure that any changes will add value for the customer.

2) Improving customer service and personalisation
Many companies work in silos, with different departments responsible for different areas of the business. Not only can this traditional organisational framework hamper business operations, it can also prevent an organisation from providing a consistent customer experience. BPM can help unify customer touch-points, making it easier to personalise the customer experience, leading to happier customers.

3) Making decisions based on how they will affect customers
Traditionally, many companies have made decisions based on how they would affect company-centric elements such as costs, resources and capabilities. BPM, however, is increasingly helping companies see the ramifications of their decisions from a customer perspective. As a result, organisations can decide in favour of actions that are likely to improve the customer experience.

4) Lowering operational costs
Organisations can reduce costs by using BPM systems to streamline operations and minimise waste. These reduced operating costs can be passed onto customers in the form of lower prices for products and services. BPM achieves this by mapping out processes and illustrating where they can be changed, shortened or removed to reduce time and costs.

Gordon said, “Forrester predicted that 2015 would be a turning point for BPM. This prediction is coming to fruition as organisations use BPM systems for much more than simply mapping and improving internal processes. Customer engagement is emerging as the new ground for BPM’s future offering.”

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In Gartner’s previous forecast in April, it had forecast IT spending to decline 1.3 percent in U.S. dollars and grow 3.1 percent in constant currency.

If that has you scratching your head, Gartner’s Sydney-based research VP Derry Finkeldey steps in to help. “Currency fluctuation is always a factor particularly in Australia; we’ve seen the impact go both ways. In the past, a weak dollar increased buying power, now it has gone the other way. The present strength of the USD now impacts on local providers, so they will have to take a hit on margin or increase their prices,” she said.

The most significant impact of that strength, she added, is a likely impact on local business confidence. “That makes a difference in terms of whether firms are hiring or not, whether they are investing or not. However, we are still seeing robust demand [for IT] from most of our clients and there is a lot of interest in innovation.”

In a statement, Gartner research VP John-David Lovelock took pains to deflect obvious conclusions being drawn. “We want to stress that this is not a market crash. Such are the illusions that large swings in the value of the U.S. dollar versus other currencies can create,” he said. “However, there are secondary effects to the rising U.S. dollar. Vendors do have to raise prices to protect costs and margins of their products, and enterprises and consumers will have to make new purchase decisions in light of the new prices.”

The Gartner Worldwide IT Spending Forecast said communications services will continue to be the largest IT spending segment in 2015 with spending at nearly $1.5 trillion. However, this segment is also experiencing the strongest decline among the five IT sectors. Price erosion and competitive threats are preventing revenue growth in proportion to increasing use within most national markets.

In the device market, mobile phones continue to be the leading segment, with growth in Apple phones, especially in China, keeping overall phone spending consistent. However, overall smartphone unit growth will start to flatten.

The PC and tablet market continues to weaken. The expected 10 percent increase in average PC pricing in currency-impacted countries is going ahead, delaying purchases even more than expected. Excessive PC inventory levels, especially in Western Europe, need to be cleared, which will delay Windows 10 inventory in the second half of the year.

Within the data centre systems segment, storage and network markets are both expected to see weaker growth in U.S. dollar terms as a result of the appreciation of the U.S. dollar. Enterprise budgets for data center systems in local spending are expected to remain stable for the year, with users expected to extend life cycles and defer replacements as a means of offsetting the price increases. The overall near-term data center weakness is slightly offset by a more positive outlook for the server market. The server market is benefiting from a stronger-than-expected mainframe refresh cycle, as well as increased expectations for hyperscale spending.

Enterprise software spending is forecast to decline 1.2 percent in 2015, with revenue totaling $654 billion. Gartner analysts said many software vendors will try not to raise prices because software as a service (SaaS) is about market share, not profitability. Raising prices could take software vendors out of a sales cycle, and these vendors don’t believe they can afford to lose a client.

IT services spending in 2015 is projected to decline 4.3 percent. Gartner expects modest increased spending on consulting in 2015 and 2016, as vendors have demonstrated their ability to stimulate new demand from buyers looking for help with navigating business and technology complexities, particularly related to building a digital business. However, the forecast for implementation services has been slightly reduced. Increasingly, buyers prefer solutions that minimize time and cost of implementation, driving demand for more-efficient delivery methods, out-of-the-box implementation, and lower-cost solutions.

“IT activity is stronger than the growth in spending indicates. Price declines in major markets like communications and IT services, and switching to ‘as a service’ delivery, mask the increase in activity,” Lovelock said.

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That’s according to Gartner research director Nathan Wilson. “Done well, agile development can be an integral part of the portfolio of methods that the CIO uses to deal with increasing business demand for innovation,” he said. “Done badly, agile development will create a lot more problems than it solves.”

Gartner has identified 10 guiding principles for agile development:

1. Agile is not one thing: Agile is a set of software development approaches that share a common philosophy but are sharply distinguished in the details of their implementations. They therefore tend to be adapted to different sorts of problems. Sophisticated organisations with a lot of experience may well use more than one of these approaches. Those getting started should select one and master it before attempting others.

2. Agile is not ‘pick’n mix’: Agile methods are highly systematic. Every component element is crucial to success. A common mistake is to embrace some elements of an agile methodology, such as the sprint, but to ignore or play down others, such as managing “technical debt.” Such organisations enjoy the kudos that comes from rapid development and release of new code, but they are storing up trouble by failing to address technical debt.

3. Embracing agile is a joint business-IT activity: The full benefits of agile cannot be achieved without engaging with business leaders, management and the user community.

4. With agile, walk before running: Experienced agile practitioners can tackle large-scale developments. But it takes many years to develop the necessary skills to do that.

5. Agile demands continuous learning: Agile practitioners must be committed to continuous improvement in quality and cost-effectiveness. Every development is analysed for lessons that can be used to improve policies and working practices.

6. Agile is about teams and teams of teams: The basic organisational unit of delivery in agile development is a small team, typically expressed as “seven, plus or minus two” people — both developers and quality assurance. From an HR perspective, managing agile teams involves walking a fine line between keeping productive teams together and moving individuals between teams to encourage cross-fertilisation of ideas.

7. Documenting, managing and eliminating technical debt is crucial: Technical debt is the difference between the state of a piece of software today and the state that it needs to be in tomorrow. All development creates technical debt. With agile methods, technical debt is recognised and added to the backlog rather than swept under the carpet.

8. Working with third-party service providers on agile development demands special care: While there is a role for service providers in agile, it is a very different commercial and engagement model. Since colocation with business users is axiomatic, offshoring is curtailed.

9. The agile goes beyond software development teams: Agile implies ‘continuous delivery’ of new and modified software which demands significant changes in working practices for business governance and relationship management and the infrastructure and operations teams.

10. Other methodologies still have a place: In most organisations, the application portfolio presents many development problems. Some will be suited to agile, others to incremental, iterative development and yet others to a modified waterfall model.

Wilson is speaking at the Gartner Application Architecture, Development and Integration Summit in Sydney next month.

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Promapp will assist doctors, nurses and administrative staff to improve the delivery of services and population health management outcomes through the deployment of standardised, agile process workflows which comply with the required standards and guidelines for community health. At the same time, Promapp will support the organisation’s accreditation credentials to adhere to ongoing auditing requirements.

Kellene Hicks, Compliance Specialist, Mawarnkarra Health Service, said, “Promapp was selected for its reputation and achievement in deploying web-based, user-friendly and sustainable technology in both the public and private sector arenas. This will be integral in enabling us to implement ‘best practice’ processes and procedures so that we can increase our organisation’s staff effectiveness. Being a cloud solution, Promapp will also enable staff to go online at any time, use a central database, and be provided with assistance in following procedures, enabling us to support our overall compliance credentials and improving services for our remote local and Aboriginal communities.”

Promapp’s solution focuses on making processes simple to document, use and maintain. The solution enables the senior management team to track access and use, support induction, ongoing training and relearning, as well as provide support for complying with standards and protocols that apply to community health. In addition, information can now easily be refreshed to comply with the very latest in auditing and specific healthcare sector industry requirements.

“Promapp’s commitment to helping organisations continuously improve by providing a simple, social means of controlling and improving processes will enable our services to be better utilised by both the indigenous community and in the wider community,” said Hicks.

MHS is a not-for-profit organisation committed to providing quality and comprehensive healthcare to Aboriginal people in the Roebourne community.

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It is the first time that the program has been extended to Australia.

“Access to technology is an important part of creating a stronger and more productive not-for-profit sector,” said Anne Gawen, CEO of Connecting Up Inc.

NetSuite’s Director of Social Impact, Peggy Duvette added: “We are thrilled to bring our software donations and pro bono volunteers to not-for-profit organisations in Australia. We look forward to serving thousands of not-for-profits in Australia over the coming years.”

NetSuite will be listed in the Connecting Up Suppliers Directory, which allows not-for-profit organisations to find local IT suppliers, consultants and solution providers that service their area and have also been endorsed by other not-for-profit organisations.

Not-for-profit organisations across the globe have shown a clear desire for cloud-based technology. According to a 2012 TechSoup Global survey of more than 10,800 NGOs in 88 countries, 90 percent of respondents worldwide reported using at least one cloud application, and 53 percent reported plans to move a “significant portion” of their IT to the cloud within the next three years.

NetSuite is the first cloud-based financial solution available to Australian not-for-profit organisations through Connecting Up, and its TribeHR and LightCMS are the first cloud-based human capital management and content management systems respectively to be made available through Connecting Up.

Qualified not-for-profits can also benefit from NetSuite.org’s grantee support program, SuiteVolunteers, which pairs NetSuite employees with grantees to tackle back-office challenges through ongoing pro bono projects. NetSuite’s cloud-based delivery model spares the high upfront capital expenditures and ongoing maintenance and IT staffing required by traditional on-premise software, allowing these organisations to devote those resources to fulfil their missions.

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“What is exciting is the size of customers approaching us for retail solutions, the win rate that we are achieving and the size of the market opportunity,” said UXC Eclipse CEO Bradley Stroop (pictured).

It has inked contracts in North America with the Jean Coutu Group, a drug store chain with 400 franchises across Canada, for a Microsoft Dynamics AX Point of Sale (POS) implementation; and with Bartell Drugs, a pharmacy chain with more than 60 stores across Western Washington, for a Microsoft Dynamics AX for Retail implementation.

Other North American retailers supported by UXC Eclipse include DAVIDs Tea, Carols Daughter, Sherry-Lehmann Wines & Spirits and brands such as Everlast and David’s Bridal.

Recent Australian deals include Queensland-based Cornetts Supermarkets, an independently-operated supermarket chain with 34 Supa IGA stores across Queensland, and Jeanswest, where UXC Eclipse is implementing a new retail apparel ERP solution, Microsoft Dynamics AX for Retail and K3 AXIS Fashion.

Stroop said the retail landscape offers unprecedented opportunities, especially for UXC Eclipse’s growing North American business.

“Customers expect more from their retail experience, with the industry advancing over recent years to empower customers through technology. These customers expect a true omnichannel experience with a personal touch. The right ERP system and supply chain is critical for retailers to be proactive and respond to this market need, as well as being able to deliver the new digital experience to customers.”

He added that the company expects continued growth in the retail sector, especially in North America as retailers move to become more competitive and efficient in the customer acquisition and supply chain process.

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